Work stress and job performance

By Christina Catenacci LL.B., Assistant Editor and Yosie Saint-Cyr Managing Editor for HRinfodesk - Canadian Payroll and Employment Law News, February 2008

Arecent Statistics Canada study indicates that work-related stress has a direct bearing on the current and long-term productivity of Canadian workers in terms of reduced work activities, disability days and absenteeism. The study suggests that high-strain and passive jobs carry many work-stress consequences such as a risk of psychological strain and physical illness. On the other hand, low-strain and active jobs tend to lead to growth, learning, and higher productivity. In other words, the more job control and psychological demand the worker has, the better the situation for the worker. So work stress can be both good and bad.

Having said this, the report shows that there was a significant association between active jobs and short-term work interruptions requiring the taking of disability days, and long-term consequences resulting in the reduction of work activities two years later. Although active jobs carried many positive consequences, respondents noted that the high degree of responsibility and the high psychological demand of their jobs created a perception of high stress levels. A strong perception of work stress was significantly associated with health consequences. One can conclude from these findings that perhaps working under high demands and high responsibility may cost workers' health and productivity in the long-term. In turn, organizations are less likely to be successful in a competitive market because of low productivity and health and safety issues.

Thus, stress is becoming increasingly recognized as a phenomenon that has a negative effect on a growing number of people in the workplace. Watson Wyatt surveyed organizations representing more than 500,000 full-time Canadian employees. The results of the survey entitled Staying@Work show how widespread this phenomenon is among Canadian organizations. According to this survey, psychological disorders are the main cause of short-term and long-term disability claims (for 79% and 73% of respondents, respectively).

Consequently, work stress is recognized more and more as a major challenge to employees' health and the health of their organizations. However, while employers recognize that workplace stress negatively impacts an employee's performance; few employers are attempting to resolve the issue according to the Staying@Work survey.

Mental Health Works educator George Goldie said that the realities of workplace stress and related mental health issues can account for absenteeism, loss of productivity and even discrimination when a company isn't trained to identify and address such issues. He said mental health disorders account for about half of all disability cases, and in terms of economic losses, it is a major factor of workplace absenteeism and “accounts for 7% of the payroll cost of not dealing with mental health issues.”

That is why employers need to understand this issue, understand their role in prevention strategies, and what they can do to help their employees.

What is work stress?

According to the Canadian Centre for Occupational Health & Safety, in simpler terms, stress is the result of any emotional, physical, social, economic, or other factors that require a response or change. It is generally believed that some stress is okay (sometimes referred to as "challenge" or "positive stress"), but when stress occurs in amounts that a person cannot handle, both mental and physical changes may occur.

"Workplace stress" then is the harmful physical and emotional responses that can happen when there is a conflict between job demands on the employee and the amount of control an employee has over meeting these demands. In general, the combination of high demands in a job and a low amount of control over the situation can lead to stress.

Also, personality conflicts can contribute to workplace stress and be a large factor in stress-related mental health issues. Without understanding that a ‘difficult' person may be mentally ill, co-workers or employers can become resentful.

Stress in the workplace can have many sources or come from one single event. It can impact on both employees and employers alike.

Other factors causing stress in the workplace

• unreasonably long hours, too much or not enough work;
   
• threats to personal safety;
   
• role ambiguity or conflict;
   
• poor communication between management and staff, and between peers;
   
• job insecurity because of downsizing and cutbacks;
   
• negative office politics;
   
• physical environments: noise, air quality, crowding, etc.;
   
• a job perceived to be meaningless or offering little satisfaction;
   
• a lack of autonomy or control over how the job is performed;
   
• few or no prospects of career growth, advancement or promotion;
   
• conflict between work and family responsibilities;
   
• participation or non-participation in decision-making;
   
• a lack of support or help from co-workers or supervisors.

Some stress is normal. In fact, it is often what provides individuals with the energy and motivation to meet daily challenges both at home and at the workplace. Stress in these situations is the kind that helps individuals “rise” to a challenge and meet their goals such as deadlines, sales or production targets, or finding new clients. Some people would not consider this challenge a type of stress because, having met the challenge, they are satisfied and happy. However, as with most things, too much stress can have a negative impact. When the feeling of satisfaction turns into exhaustion, frustration or dissatisfaction, or when the challenges at work become too demanding, individuals begin to see negative signs of stress.

Stressed workers are more likely to be unhealthy, poorly motivated, less productive, and less safe at work.

According to health experts, the body's "pre-programmed" response to stress has been called the "Generalized Stress Response" and includes:

• increased blood pressure
   
• increased metabolism (e.g., faster heartbeat, faster respiration)
   
• decrease in protein synthesis, intestinal movement (digestion), immune and allergic response systems
   
• increased cholesterol and fatty acids in blood for energy production systems
   
• localized inflammation (redness, swelling, heat and pain)
   
• faster blood clotting
   
• increased production of blood sugar for energy
   
• increased stomach acids

Impact on the workplace

Nearly half (48%) of the employers in Watson Wyatt's 2007/2008 Staying@Work survey feel long hours are the main cause of work-related stress.

The other main areas where work stress was high and led to significant health consequences occurred in physically demanding jobs, jobs requiring shift work, and part-time jobs. These jobs can be considered higher risk in terms of short-term and long-term health consequences.

In addition, according to Statistics Canada and Mental Health Works, high self-perceived work stress was significantly associated with taking disability days. About 20% of those who perceived their workdays to be stressful took at least one disability day in the previous two weeks. A “disability day” meant the person stayed in bed all or most of the day, cut down on normal activities, or felt they needed to put forth extra effort in daily activities because of illness or injury.

Workers with high-strain jobs were more likely to report reduced work activities due to a long-term health problem. For men, an active job was associated with reduced work activities, and highly physical jobs and job insecurity were associated with reduced work activities for both sexes.

However, individuals (both sexes) who relied on negative coping strategies such as drinking alcohol, smoking, or using drugs were at risk of reduced activities.

The likelihood of taking disability days in active jobs was higher than for passive jobs. Being an active worker with high job control and high psychological demands was associated with short-term work interruptions such as disability days. However, certain aspects of work stress (physical exertion for men and high-strain jobs for women) disappeared with the addition of protective factors. On the other hand, negative coping behaviours increased the likelihood of taking disability days for both sexes.

Men in physical jobs were 2.2 times more likely to have a work absence and women were 1.9 times more likely to have a work absence compared to workers in non-physical jobs. This finding was consistent with previous research that found an association between absence due to sickness and physical load.

In addition, women with high self-perceived work stress were more likely to be absent from work. This was not the case for men who reported high self-perceived work stress. For women, positive coping behaviours such as problem solving, physical exercise, and being positive helped reduce the likelihood of work absence; on the other hand, negative coping strategies such as drinking alcohol, smoking, and using drugs increased the likelihood of women being absent from work.

Dealing with workplace stress

It is imperative that management lead in identifying and addressing the issue of stress in the workplace because, for instance, employees may not admit they are stressed or fear losing a job, and they may try to conceal their stress or fear to their own detriment, and that of the workplace.

Since the causes of workplace stress vary greatly, so do the strategies to reduce or prevent it.

A supportive environment, both at and away from work, helped prevent reduced work activities by mitigating the effects of work-related stress. For men, high workplace social co-worker support was associated with a lower likelihood of reduced work activities; for women, high emotional and informational support lowered the likelihood of reduced work activities.

Two other important factors dealing with work stress include psychological demands and decision latitude.

“Psychological demands” means the demands on the worker, the pace, intensity, skills required, and the ability to keep up with colleagues.

“Decision latitude” means the degree of creativity involved versus repetition, and the amount of freedom and responsibility to decide what to do and when to do it.

From these two factors, the psychological demand/decision latitude model is developed. For instance, if an employee has high psychological demands and high decision latitude at work, the employee is considered to be in an “active” job and has a higher likelihood of learning, growth, and productivity.

The following combinations can result from the model:

The Statistics Canada study also revealed that social supports and positive coping behaviours acted as protective factors for workers. On the other hand, negative coping behaviours were likely to increase work impairments. Consequently, the “effective promotion of protective elements and reduction of negative behaviours, on and off the job, may help lessen the effects of work stress on reduced work activities, disability days, and work absences.”

Examples of positive coping strategies include but are not limited to:

• Try to solve the problem;
   
• Talk to others;
   
• Pray or seek spiritual help;
   
• Jog or do other exercise;
   
• Relax by doing something enjoyable; and
   
• Try to look on the bright side of things.

Examples of negative coping strategies include but are not limited to:

• Avoid being with people;
   
• Drink alcohol more than usual;
   
• Smoke more cigarettes more than usual;
   
• Use drugs or medication;
   
• Eat more or less than usual;
   
• Sleep more than usual; and
   
• Blame yourself.

Therefore, it may be in the best interests of employers to find ways of bolstering employees' social supports and positive coping behaviours, especially with workers who may be at risk of developing serious work stress and health consequences.

What employers can do?

In Canada, occupational health and safety legislation in all jurisdictions directly or indirectly require employers to take care of the health and safety of their workers. The duty generally includes the management of stress-related hazards, work stress and mental as well as physical health outcomes.

This can be accomplished by

• examining policies and practices governing management and interpersonal relationship between management and employees as well as between employees.
   
• assessing and reviewing job descriptions and related tasks. Pace tasks so that they are reasonably demanding. Design jobs that provide meaning, stimulation, and opportunities for workers to use their skills and knowledge.
   
• helping employees balance work and home life by building flexibility into work schedules when possible.
   
• letting employees make their own decisions and control their own actions when possible, especially decisions and actions affecting their jobs.
   
• allowing people to learn on the job and continue to learn as their careers progress.
   
• encouraging social support and recognition in the workplace. Create social or athletic groups in the workplace.
   
• involving employees in identifying concerns related to the physical environment and creating practical solutions to deal with these.
   
• having informational seminars and providing workshops that teach employees how to cope with stress.
   
• having training for supervisors and managers on how to identify stress factors and how to help employees, including how to cope with the stresses of their job.
   
• consistently monitor the well-being and stress levels of workers.
   
• promoting positive behaviours through a corporate wellness program.
   
• creating support groups or seeking outside assistance for employees who are interested in ceasing negative behaviours such as smoking, excessive drinking, doing drugs, and overeating.

Not only would the above actions help improve the lives of employees, but they may likely increase the productivity in the workplace for the short-term and the long-term by combating the effects of employee work stress.

Resources and sources

Employer Innovations Online is a tool by Mental Health Works that helps employers take action to address mental health at the workplace by providing case examples of successful corporate approaches at http://ww2.workplacementalhealth.org/search.aspx.

Mental Health Works Workshops include training for both staff and management to know when to take action, what actions to take, and how to proceed. Training helps organizations create policies and procedures to reduce absenteeism and disability leave, and find a common strategy that is effective. Any organization interested in taking part in a workshop can contact Linda Braun or Gisela Ewald at 597-6971. For more information go to www.mentalhealthworks.ca

Perspectives on Labour and Income publication from Statistics Canada www.statcan.ca

Canadian Mental Health Association www.cmha.ca/bins/index.asp?lang=1

Health Canada www.hc-sc.gc.ca/index_e.html

Staying@Work from Watson Wyatt Worldwide at www.watsonwyatt.com

Canadian Centre for Occupational Health and Safety (CCOHS) at www.ccohs.ca

Christina Catenacci, B.A., LL.B., is assistant editor for HRinfodesk and the content editor for The Human Resources Advisor (HRA), Ontario, Western and Atlantic editions published by First Reference Inc.

Published on HRinfodesk---Canadian Payroll and Employment Law News and Developments

HRinfodesk is an information and news service that is published by First Reference, which includes employment law news for every jurisdiction in Canada, a Library of Articles, FAQs, a Calendar of Events, Important Dates and an HR Internet Directory for expanded research. Our search tools will help you to quickly find results by jurisdiction, topic, date, keyword and article number. For the latest employment law news and a ten day trial, click here.

First Reference is a publisher of Canadian employment law, finance and accounting reference manuals that are comprehensive, updated and practical. Publications include The Human Resources Advisor, Human Resources PolicyPro, Finance & Accounting PolicyPro and the HRinfodesk online information and news service (Bulletin and website). For more information or to purchase one of our publications, go to www.firstreference.com.

This article offers general comments on legal developments of concern to businesses. Every effort has been made to ensure the accuracy and timeliness of this information. These publications are written for informational purposes only and should NOT be relied upon as legal advice or opinions. The reader should always obtain legal advice from a qualified lawyer or other qualified professional, which will be responsive to the case or circumstance of the individual. Please note that the content provided in this article or any content contained in or made available through any third party website linked to from this article and/or HRinfodesk, is provided 'as is' without representations or warranties of any kind. All representations and warranties in respect of Content or Third Party Content, express or implied, including, without limitation any representations to warranties or conditions regarding accuracy, timeliness, completeness, non-infringement, merchantability or fitness for any particular purpose are hereby disclaimed.

©1999-2008 First Reference Inc.